1.The Broadband and Narrowband Telecommunications Company needed to expand internationally and quickly to increase its valuation as a spinoff. As CLO, Juan Ramon led the worldwide initiative to expand company’s operations in five European and Latin American countries in the span of two months. He continued more corporate development presence internationally until the subsidiary was sold for $20 million.” 2.The International Telecommunications Company’s medium term strategy was to raise financing through an IPO, but a Federal governmental agency, the F.C.C., would not issue the critical licensing demanded by Wall Street at that time. As CLO, Juan Ramon controlled and managed the lobbying and legal efforts to modify the regulations for the Company. Soon thereafter the Company raised $80 million through an IPO successfully.” 3.The IT Company had developed and patented an advanced data storage device, but was having difficulty raising financing because of the scale of the project, possibly running into several hundred million dollars. As Interim -President, Juan Ramon studied the initial technology carefully and, after several meetings, developed a new strategy to down-scale the data storage product and focus on the mid-corporate market, bringing sorely needed revenue while proving the effectiveness of the technology for less than $1 million. Shortly thereafter, the Company had attracted and secured its Series B financing. 4.The International Telecommunications Company needed to attract financing in order to acquire a Division of Sitel, a NYSE company, through M&A. Juan Ramon handled the due diligence of the target division and negotiated and secured the outside financing from George Soros/P.C. Chatterjee, for 20% ($10 million) of the Company. The Company successfully acquired the Sitel Division in Omaha, NE, and fully integrated the division into its operations. 5.The NASDAQ traded IT Company needed to expand internationally and sustain proper international corporate governance during the expansion throughout Europe, Latin America, and Near East. Juan Ramon coordinated and guided outside foreign counsel on the restructuring to fulfill SEC and SOX compliance required under international accounting and regulatory rules. 6. A startup Los ﻿Angeles IT company was seeking Series A financing. Juan Ramon researched and authored the business plan and financials that, when the plan was completed after 2 months, attracted $1 million in financing after the plan was completed within 3 weeks.

1. This Canada-based electronics technology company was wrestling with aligning their technology with market needs, and identifying customers to initially target. Speed was of the essence as they were running out of funding runway, and needed to show traction to raise more funds. Working closely with the management and marketing staff, Azmat helped narrow to three segments, and then worked as a team to finally define product. Several modifications have since been made, and the company is using licensing model with high-volume manufacturers.

2. Azmat worked with the long-term founder of a floundering speech technology company and guided the turnaround to positive cash-flow. While this company could have engaged with one of three identified large market players, the desire on the part of the founder to maintain control resulted in no additional investment, and eventual.

3: Azmat has been active in the resource efficiency, especially water and energy. Using technology developed for reclamation of organic solvents, Azmat has helped develop investment proposals for large-scale water purification systems. He has worked with energy-poor countries to help setup distributed system of electricity generation using agricultural waste product. 4. Using his knowledge and network in the electronics industry, Azmat has guided the product development and marketing efforts of thermal management solutions in data centers and transportation applications. These are in the early stage of live tests.5. Helped inventors of a range of technologies, eg web-based solutions and medical devices, to define market-driven products, and is helping in the business development of hearing and remote medicine related applications. This approach, called lean by some, has speeded up the path to market.6. Azmat has worked with companies with annual revenues $50M - $100M to develop operations systems to jumpstart new phase of growth in revenue and profits.